This study is orientated to German Managers and employees and tries to show and explain the differences between business customs of these two countries. The reason is the importance of the trade between Germany and Argentina and that these numbers with more cultural awareness maybe could be increased. First, a “model” of the typical Argentinean is made in Chapter 2. This includes some stereotypes, but this is inevitable for this work. It is assumed that the typical Argentinean will rarely deviate from this inherit pattern. The attitude towards leadership, time, task orientation, etc. is examined. On this basis in Chapter 3 different situations in business between these cultures are explained: How should a German manager in Germany handle and work with employees from Argentina? How can a German manager work successful in Argentina with a group of Argentineans? What considerations are necessary for a successful contract negotiations?
A short summaries finalies the work.
Table of Contents
- Introduction
- The Argentinean model
- Categorization of the two cultures
- Relationship employer to employee
- The view of time in Argentina and Germany
- Negotiation and the establishing of compromise
- Entertaining the different cultures
- Verbal and nonverbal communication
- On the job actions
- Appliance of the results
- Guideline to work with employees from Argentina in Germany
- How to lead an Argentinean project group in Argentina
- Successful negotiations with Argentinean business people
- Conclusion
Objectives and Key Themes
This work aims to provide practical guidance for business communication between Argentineans and Germans, specifically for German managers and employees. It focuses on highlighting and explaining the differences in business customs between these two countries, emphasizing the importance of increased cultural awareness in the context of growing trade between Germany and Argentina.
- Analyzing and comparing German and Argentinean business cultures
- Examining the characteristics of the typical Argentinean, including their attitude toward leadership, time, task orientation, and other relevant aspects
- Providing practical advice on how to navigate intercultural communication in specific business situations, such as working with Argentinean employees in Germany, leading Argentinean project groups, and conducting successful negotiations with Argentinean business partners
- Exploring the impact of cultural differences on communication styles and business practices
Chapter Summaries
- Introduction: This chapter sets the stage for the work, highlighting the importance of understanding cultural differences in business communication between Germans and Argentineans, particularly in light of growing trade relations. It introduces the concept of a "typical Argentinean" model and outlines the key examples that will be analyzed in subsequent chapters.
- The Argentinean model: This chapter delves into the Argentinean business culture, examining key characteristics that differentiate it from the German approach. It explores the categorization of these cultures, the relationship between employer and employee, the perception of time, and negotiation strategies. The chapter also touches upon communication styles and on-the-job behavior.
- Appliance of the results: This chapter applies the insights gained from the previous chapters to provide practical guidance for specific business scenarios. It offers advice on working with Argentinean employees in Germany, leading Argentinean project groups in Argentina, and conducting successful negotiations with Argentinean business partners.
Keywords
This work focuses on intercultural management, business communication, cultural differences, Germany, Argentina, Argentinean business culture, German business culture, leadership styles, negotiation strategies, communication styles, and practical application of cultural understanding.
Frequently Asked Questions
What are the main cultural differences in Argentinean business?
Key differences include a stronger focus on personal relationships before business, a more flexible view of time (polychronic), and a hierarchical leadership style compared to Germany.
How should a German manager lead a team in Argentina?
Managers should invest time in building trust and personal connections, be prepared for more indirect communication, and understand that hierarchy is highly respected.
What is the Argentinean attitude towards time?
In Argentina, time is often seen as flexible. Building a relationship during a meeting is often considered more important than strictly adhering to a pre-set agenda.
How do negotiations work in Argentina?
Negotiations are often lengthy and require several personal meetings. Compromise is reached through verbal and non-verbal cues and a high degree of mutual trust.
What communication styles are typical for Argentina?
Communication is more high-context and indirect than in Germany. Non-verbal signals and the social context of the conversation play a significant role.
- Arbeit zitieren
- Armin Gruwe (Autor:in), 2004, Intercultural management in Argentina / Business Communication, München, GRIN Verlag, https://www.grin.com/document/33364
